Business Strategy 2018-21 - NHSBSA
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Business Strategy 2018-21
NHSBSA Business Strategy 2018-21 (V2) 05.2018
Contents
Foreword ………………………………………………….......... 3
Introduction……………………………………………….......... 4
Our structure and our services.............................................. 6
Our strategic goals……………………………………….......... 7
NHS Business Services Authority – about us…………............. 9
Brilliant basics……………………………………………...........12
Delivering new services……………………………………........14
Summary………………………………………………...............15
Our Strategy........................................................................... 16
2
Foreword
Welcome to the NHS Business Services Authority’s There is much more to achieve across the digital
strategy for 2018-2021. It outlines our exciting and agenda, particularly keeping pace with new
ambitious plans for the next three years as well developments and exploring the use of artificial
as our commitment to continuing to deliver high intelligence.
quality business support services to the NHS and
other organisations. Our growth plans also include using our data and
insight to add value to the wider healthcare system
Last year we seized a number of new opportunities and we intend to influence national discussions
to make improvements for the wider healthcare on mental health and respiratory conditions. We
system. We made it easier for customers to get will proactively promote our data, expertise and
what they need through digitising our services, for analytics in pursuit of our goal to add wider social
example introducing an online tool for people to value.
check whether they can get help with their health
costs, which has greatly simplified a complex The Board has appointed a new Chief Executive,
process. Alistair McDonald, to lead these changes and I
am confident our plans will continue to make a
And I’m delighted to say we have also delivered real difference for our customers, our people and
over £750 million of recurring savings for the NHS, society as a whole.
which can be put back into frontline care.
Our track record as a delivery partner of choice
is going from strength to strength thanks to our
people. Our purpose is to be a catalyst for better
health – improving our services and delivering
great results for our customers means we can have
a positive impact on the health of the nation.
Our drive to do more is highlighted in our plans for
growth, through expanding our existing services
and taking on new ones. Our recent acquisition
of NHS Jobs and the Electronic Staff Record (ESR)
completes our ‘hire to retire’ portfolio for the NHS,
Silla Maizey
to support people all the way through their career
Chair of the NHSBSA Board
pathway.
April 2018
3
Introduction
As CEO of the NHSBSA, I’m delighted to introduce We have redefined our purpose from “supporting
our new strategy. This will be a significant year for a better NHS” to “a catalyst for better health”, a
us because from April 2018, we are expanding our small but important change which I believe reflects
portfolio of services to include the Electronic Staff our strategic ambition to play an active role in
Record (ESR) and NHS Jobs. bringing NHS partners together with ourselves to
improve the overall efficiency of the NHS.
These operational changes, along with how
the NHS and the wider world is changing, have To be successful we must focus on collaborating
provided the opportunity to reshape our strategy more widely with our NHS colleagues, including
with a greater focus on our people and the other DHSC Arm’s Length Bodies, Clinical
difference we make together to the wider health Commissioning Groups (CCGs) and NHS Trusts to
agenda. become “a catalyst for better health”.
The benefit of being a national shared service Since my appointment in May 2017, I have been
means that we can provide greater value. As concentrating on creating the right environment
well as delivering the savings identified through in terms of leadership and culture to support our
the Pacific Team, we have estimated that if the people and make the NHSBSA a great place to
NHS was to deliver our services locally, such as work. We are ready to take this already successful
processing prescriptions and claim forms for NHS organisation, grounded in transactional national
dental treatment, it would cost around £500 shared services, to the next level where we do
million per year. The comparative cost of operating great things for the wider health environment.
the NHSBSA is £160 million, therefore saving
another £340 million per year. To this end, we will have a new team of Directors
in place by April 2018 who will deliver this new
The pace of change in technology is strategy and our new strategic goals around:
unprecedented and is often likened to “the fourth
industrial revolution”. You will see our strategy • Customer
majors on the use of data, insight, digitisation of • People
services and the use of more advanced technology • Social value
including artificial intelligence and robotics. • Money
• Growth
I aspire to change the organisation into a business
which not only delivers brilliant services for
customers, but also looks outwardly to see where
it can contribute in making the NHS more effective
as well as contributing to the wider health agenda
in terms of prevention.
4
This strategy outlines our aspirations, describes
the goals in more detail, how we intend to deliver
them and how we will achieve our vision of being
“the delivery partner of choice for the NHS”.
I hope you enjoy reading this strategy as I believe
we have an exciting three years ahead of us. If you
want to find out more please visit
www.nhsbsa.nhs.uk.
Alistair McDonald
Chief Executive of the NHSBSA
April 2018
5
Our structure and our services
CEO
• NHS Dental Services
Director of Primary
• NHS Prescription Services
Care Services
• Scanning Services
• Patient Services
Director of Citizen • European Health Insurance Card
Services • Customer and Contact Services
• Student Services
• Loss Recovery Services
• NHS Pensions
• HR Shared Services
Director of NHS
• Total Reward Statements
Workforce Services
• NHS Jobs
• Electronic Staff Record (ESR)
Executive Director • Finance
of Finance and • Commercial services
Commercial Services • Facilities management and estates
Executive Director • Pacific programme
of Strategy, Business • Business development
Development and Growth • Strategic performance management
Executive Director of • People
Corporate Services and • Communications and marketing
Corporate Secretary • Risk and assurance
• Information governance and security
• Intelligent client and service management
• Technical operations and security
Chief Technology Officer
• Technology infrastructure services
• Application development, management and support
• Customer insight
• External information services
Chief Insight Officer • Business intelligence & data warehousing
• Data science
• Providing data for official statistics
• Digital transformation – end to end
Chief Digital Officer • User experience, user research and service design
• Digital application development and continuous
improvement
6
Our strategic goals
Our strategic goals reflect our purpose of being a catalyst for better health. They are inter-connected and
achievements in one of our strategic goals will influence and support achievements elsewhere.
Customer
We make things
easy for our customers
through the delivery
of brilliant basics
People
Our people are
Catalyst enabled to bring their
best. We develop our
for better talent with an eye
to the future
health
£
£
Social value
We collaborate to
maximise the return
on data to improve
health outcomes for
patients
71. Customer - We make things We will continue to support our Pacific Team
easy for our customers through to leverage the value of our data with other
the delivery of brilliant basics. organisations’ data to identify savings and better
ways of working, which will improve outcomes for
Our customers are at the heart of everything we patients.
do. Doing the basics brilliantly and using insight
are the foundations for delivering a great service 4. Money - We generate
£ efficiency across the health and
to our customers. From getting it right first time to £
resolving queries at the first point of contact, we social care system.
can be trusted to put our customer first and deliver
what we say we will. We will measure this through Our purpose is to be a catalyst for better health
our Net Promoter Score (NPS) and a series of Key and one of the ways in which we can do this is
Performance Indicators (KPIs). to help the NHS get the most from its money as
well as effectively managing our internal operating
2. People - Our people are costs. Our Pacific Team collaborates with our
enabled to bring their best. We partners to use our data and insight to identify
develop our talent with an eye to savings. So far we are on track to save £1 billion by
the future. 2019, which can be put back into patient care. We
also intend to diversify our income sources, so we
We care about our people, their wellbeing and become more self-sufficient.
their career pathway. We want our people to feel
valued and connected to the business. We will 5. Growth - We deliver
make sure that they have the right tools to do their new services in a financially
job to the best of their ability. We are committed sustainable, ethical way.
to growing our own and ensuring our staff have a
career development path. We aspire to be a great We want to build on our existing expertise and our
place to work and an employer of choice. track record of being a trusted delivery partner. We
have an ambition to do more and make greater
3. Social value – We collaborate improvements across the healthcare system by
to maximise the return on data exploring new growth opportunities. We intend to
to improve health outcomes for do this in different ways, including taking on new
patients. services and using our expertise in digital, data
analytics and insight.
We see our role as being able to influence and
improve the wider healthcare system and society
through sharing our data and insight appropriately
and responsibly, including for academic research.
8NHS Business Services Authority – about us
What do we do?
Building relationships and working smartly with By working together, we will have maximum
partners in the wider NHS is central to achieving impact and fulfil our purpose of being a catalyst for
our goals. To achieve this, we are structured to better health and our vision of being the delivery
deliver services in operational areas which are partner of choice for the NHS. This is illustrated
enabled by integrated and underpinning functions. below.
Our external
operating Clinical Commissioning
NHS England
environment Groups
Primary Care Citizen NHS Workforce
Services Services Services Our
NHS Digital
Customers
Business Development and Growth
NHS Trusts Finance and Suppliers
Corporate
Services Commercial Digital Insight Technology
Services
Public Health NHS Improvement Department of Health
England and Social Care
9Our operational services include:
Primary Care Services NHS Prescription Services, NHS Dental Services and Scanning Services
NHS Help with Health Costs, European Health Insurance Card, Customer
Citizen Services and Contact Services, England Infected Blood Support Scheme, Student
Services and Loss Recovery Services
NHS Jobs through to NHS Pensions including Electronic Staff Record, Total
NHS Workforce Services
Reward Statements and HR Shared Services
Our operational services are supported by our internal services:
Finance and Commercial Services Business Development and Growth – including
our Pacific Team, which works with our partners
Digital, Insight and Technology Services to identify savings and improve patient care. It has
including Information Services and Customer already released over £750 million of recurring
Insight; savings back to the NHS to reinvest in frontline
care. This element of our business also draws on
Corporate Services – Corporate HR, Organisation our expertise in digital, insight and technology to
Development, Communications & Marketing, Risk improve the wider healthcare system.
& Assurance, Information Governance & Security,
Wellbeing, Diversity & Inclusion, Safety, Health and
Environment;
How do we do it?
We provide at scale, efficient services which are Our success formula is built on a number of
user-focused and support good quality health criteria:
outcomes.
Delivery obsession - We are focused on
We use our data to create knowledge and insight delivering results and we deliver what we say we
for better results. This is at both an individual level will.
to support better health, and at a system-wide
level to generate improvements across the NHS. Whole system mind-set - Our actions take
account of the impact on the wider healthcare
system. We will always consider how our work
improves things.
10User-led, insight driven - Our work is directly Care (to whom we are accountable), NHS England,
influenced by engaging with our users and acting NHS Digital, NHS Improvement, Public Health
on their feedback. We will use the insight we England, NHS Trusts, Clinical Commissioning
receive to refine and improve our services. Groups and suppliers.
Collaborative - Working closely with others is At scale - We will continue to operate as a
an important aspect of ensuring success. Our key national organisation, seeking to benefit from the
partners are the Department of Health and Social volume that operating across the country can offer.
Supporting approaches
We also have a number of approaches which Digital, Insight and Technology
support our success formula.
Our expertise in digital, insight and technology is
People and culture starting to be recognised at an international level.
We are excited by the opportunities this offers,
We care about our people. We know that how we using our digital services to keep pace with future
approach our work contributes to our colleagues’ change. Insights from our data are used to make
health, wellbeing and sense of connection to the connections, predict outcomes and deliver rapid
business. And we know how important our people understanding, while our technology underpins
and our culture are to our success. We aspire to everything we do.
become a brilliant place to work and an inclusive
organisation. Our values reflect the fact that we Finance, Commercial and Property
CARE:
We expect our business to make efficiencies as
• Collaborative well so we have a sound financial plan, which will
• Adventurous reduce operating expenditure and enable us to
• Reliable be more self-sufficient. We will get the best value
• Energetic from our contractors and suppliers and we will also
improve the quality and flexibility of our current
These values run through everything we do, property portfolio.
especially in our service to our customers. We
also want our people to take pride in their work,
understand the role they play in our success and
the contribution we make to the wider NHS and
society as a whole.
11Brilliant basics
We pride ourselves on the delivery of brilliant Key programmes which enable this include
basics and this is something we intend to keep achieving GDPR compliance, a transformation
improving. We will focus more on using our of our technology services, the removal of our
data and insight to refine the customer journey, mainframe and full migration to cloud-hosted
understand client requirements and add value to solutions.
the wider healthcare system.
The levers we will use to drive effectiveness, reduce
We recognise that we need to drive efficiency operational costs and provide us with greater
through our business, whether it’s insourcing insight are:
services or introducing tools to manage workflow.
Data
Analytics
Digitisation Learning
Laboratory
Business
Strategic
Process
Sourcing
Improvement
Our brilliant basics include:
Primary Care Services – our work with NHS Citizen Services provides Help with Health Costs
Digital has resulted in over 60% of prescriptions to over seven million people each year, as well as
being sent to pharmacies electronically from GP providing financial help to nearly 80,000 healthcare
surgeries, saving both time and money. This figure students, enabling them to remain on their course
continues to increase. We also have an accuracy so that we have a sustainable NHS workforce for
rate of 99.63% for prescription processing, the future. We also recovered almost £27 million
which is important considering we process over last year for NHS England from incorrect exemption
a billion prescription items each year. This means claims for prescription and dental charges.
pharmacists are paid accurately and on time,
freeing them up to focus on giving advice to
patients.
12NHS Workforce Services supports people within Our drive to become a digital business continues,
the NHS through their career pathway. The ‘hire making our services more accessible, easy to use
to retire’ journey starts from applying for a job and customer-focused. Our new online tool for
through the NHS Jobs website, being employed people to check whether they can claim help with
and paid through ESR, understanding and valuing their health costs has had over 40,000 users. This
their pension whilst in work and then receiving a has transformed the navigation of a complex set of
pension at retirement. This service supports three rules into a simple check which can be carried out
million working age people and pensioners. in less than three minutes.
Our Pacific Team works with colleagues across What people say about us:
the NHS to identify and deliver positive changes
that save money and improve patient outcomes.
One example is our work with key health partners Pacific
to look at better prescribing for patients with Pacific have always made positive
respiratory problems to reduce unplanned hospital constructive contributions that have been
visits. solution focused. Pacific have added value
and influenced discussions even when
Our web-based prescription information system, there are senior clinical experts & strong
ePACT2, has transformed the way prescribing characters within the groups.
data is viewed by the NHS, with more emphasis
on quality and safety than ever before. We have
transformed the reporting of prescription activity
from aggregated counts of specific drugs to Information Services
analysis based on what the individual patients #ePACT2 is definitely going to be a game
receive. For example, our polypharmacy dashboard changer. Especially the #polypharmacy
reports on the number of patients within a GP dashboard. Very cool stuff.
practice who are receiving ten or more prescription
items by age range.
Help with Health Costs
I was very happy with the overall process.
It was much easier and much more
straightforward than I had expected.
13Delivering new services
One of our strategic goals is growth and we are • Using our data on medicines to help identify
proactively looking for opportunities to contribute opportunities to improve health;
to the wider health agenda, particularly in terms of
prevention. • Proactively marketing our data, analytical
expertise and data analytics infrastructure;
Examples of this include:
• Extracting value from our prescription data to
• Working with our partners in health and improve prescribing across the NHS;
research to develop a national pathway which
helps differentiate between inflammatory • Increasing our scanning capability to take on
bowel disease and irritable bowel syndrome in more work for NHS Trusts and CCGs. Digital
primary care. This will help reduce the demand patient records mean information is available
for unnecessary invasive diagnostic procedures, immediately to consultants who can then make
reduce hospital waiting times and improve better decisions on patient care. It saves Trusts
patient care; money and gives them confidence that their
patient data is secure.
• Completing our ‘hire to retire’ portfolio with
the Electronic Staff Record (ESR) and bringing
in NHS Jobs. These services will support people
right through their NHS career pathway;
• Exploring the use of Artificial Intelligence more
in our services, such as in our contact centre,
to drive efficiency;
14Summary
Our purpose is to be a catalyst for better health, Above all, we add value. We add value to the
mobilised through our brilliant basics and our wider healthcare system and society as a whole.
activities to deliver new services. In this way we We are confident we have an exciting and
will contribute to improving the health of the challenging future ahead of us and we aspire to be
nation. We have set ourselves a stretching strategy, an employer of choice. Why not consider working
strategic goals and robust programmes of work, for us?
all with the aim of adding more value to the wider
healthcare system. More information about who we are and what we
do as well as our job vacancies can be found on
We’ve made a great start and are on track to our website at www.nhsbsa.nhs.uk.
deliver our savings target of £1 billion by March
2019. But as we have said, we have an ambition
and a drive to do more – we believe we can save
an additional £0.25 billion by 2021 which can be
put back into front-line care.
We are focused on our customers – we want them
to be delighted with the service they receive and
the interaction they have with us. We want to
make their lives easier.
We are financially strong and have a robust plan
which will see us become more self-sufficient and
diversify our income sources.
15Our Strategy
16You can also read
